ANNUAL

OPERATIONAL
PLAN 2024

MUNICIPALITY OF SARANGANI
DAVAO OCCIDENTAL
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ENDORSEMENT

Respectfully forwarded to ANNE MARGAUX B. QUEZADA, MD, DPCOM,

MPH, Provincial Health Officer II, of Provincial Health Office – Davao Occidental the
herein Annual Operational Plan 2024 together with the Cost Matrices for the
Municipality of Sarangani for your perusal and inclusion in the Provincial Plan.

JESS KEVIN M. GULTIANO, MD

Doctor to the Barrio
Municipal Health Officer – Designate

MUNICIPALITY OF SARANGANI
Annual Operational Plan 2024
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Republic of the Philippines

Province of Davao Occidental
Municipality of Sarangani

OFFICE OF THE MUNICIPAL MAYOR

MESSAGE

The World Health Organization defined health as a “state of complete physical,

mental, and social well-being and not merely the absence of disease or infirmity”.
With this, maintaining and improving the health status of the community requires the
collaborative effort of all stakeholders: the government, through its national agencies
and local government units, non-governmental organizations, and most importantly,
the people. To say it simply: it is everyone’s concern.

It is within the power and duty of the Local Government Unit (LGU), under
Republic Act 7160 or most commonly known as the Local Government Code of 1991,
to promote the overall health of the community through necessary, appropriate, and
efficient provision of basic health services and facilities. With the ongoing phased
implementation of devolution of functions as a result of the Mandanas-Garcia
Supreme Court ruling, it is a challenge to the local policy makers to be innovative
and effective in addressing the needs of its people.

This Annual Operational Plan 2024 is the second-year translation of the Local
Investment Plan for Health 2023-2025. It details the programs, projects, activities,
and system interventions that are to be implemented in this particular year. This was
crafted in a multi-sectoral approach since nobody is exempted by the physical,
mental, and socio-economic effects of disease complications. It aims to reduce
inequities in health care in the locality through comprehensive identification of
effective and efficient strategies from collective experiences, lessons learned, and
best practices. This document spells out the comprehensive approach in
understanding, analyzing, and managing the local health system in our municipality.

Finally, I enjoin all to work hand in hand and demonstrate the Saranganian
spirit for cooperation and collaboration towards a comfortable and secure future.

Good luck and God bless us all.

HON. ADELAN B. DE ARCE

Municipal Mayor

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Annual Operational Plan 2024
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TABLE OF CONTENTS

Cover Page

Endorsement 1

Message of the Local Chief Executive 2

Table of Contents 3

List of Abbreviations 4

Executive Summary 6

Introduction 7

Health Situation of the Municipality 9

Local Priorities/Major Thrusts 14

Monitoring and Evaluation 15

Cost Matrices 16

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LIST OF ABBREVIATIONS

ABC Association of Barangay Captains

ANC Antenatal Care
AOP Annual Operational Plan
BF Breast Feeding
BHS Barangay Health Station
BHW Barangay Health Worker
BLS Basic Life Support
BNS Barangay Nutrition Scholar
CIC Completely Immunized Child
CPR Contraceptive Prevalence Rate
DepEd Department of Health
DMO Development Management Officer
DOH Department of Health
EO Executive Order
FBD Facility-Based Delivery
FIC Fully Immunized Child
GIDA Geographically Isolated and Disadvantaged Area
HFEP Health Facilities Enhancement Program
HRH Human Resources for Health
HRMO Human Resources Management Office
IEC Information Education Communication
IP Indigenous People
IPMR Indigenous People Mandatory Representative
IYCF Infant Young Child Feeding
LCE Local Chief Executive
LGU Local Government Unit
LHB Local Health Board
LIPH Local Investment Plan for Health
MACCO Municipal Accountant’s Office
MAO Municipal Agriculture Office
MBO Municipal Budget Office
MHGAP Mental Health Gap Action Plan
MHO Municipal Health Office
MMR Maternal Mortality Rate
MNAO Municipal Nutrition Action Officer
MNCHN Maternal Neonatal Child Health and Nutrition
MOA Memorandum of Agreement
MPDO Municipal Planning and Development Office
MSWDO Municipal Social Welfare and Development Office
MTO Municipal Treasurer’s Office
NDP Nurse Deployment Program
PHIC Philippine Health Insurance Corporation
PHN Public Health Nurse
PWD Person With Disability
RHM Rural Health Midwife
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RHMPP Rural Health Midwife Placement Program

RHU Rural Health Unit
RSI Rural Sanitary Inspector
SB Sangguniang Bayan
SC Senior Citizen
SMH Sarangani Municipal Hospital
UFMR Under Five Mortality Rate
UHC Universal Health Care
WHO World Health Organization
WRA Women of Reproductive Age

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EXECUTIVE SUMMARY

The Local Government Unit of Sarangani Annual Operational Plan 2024 defines
the direction of Sarangani in aim of improving the health status of the locality. This
embodies a set of strategies and activities based on problems and issues identified
through situational gaps analysis.
The extended LHB, together with the newly elected government officials, will
seek to improve the health system in the locality by supporting all RHU activities in
implementing public health programs, ensuring available stock of medicines in the
RHU and BHS, providing health workers with needed transportation during barangay
visits, enhancing patient referral system, and enhancing participation of RHU in
disaster preparedness and response especially those individuals affected by natural
calamities requiring medical attention.
This plan is designed to be comprehensive, integrated, and responsive to the
health care needs of the municipality. The strategies and its corresponding programs,
projects, and activities to be implemented are structured based upon the WHO’s six
core building blocks of health systems: service delivery, health workforce, health
information systems, supply chain and logistics, health financing, and health
governance.
The LIPH/AOP Planning team will be the lead committee in monitoring and
evaluation of the plan. Regular submission of accomplishment reports of PPAs of
major health programs implemented or not implemented on the target period during
quarterly LHB meeting will be done. Also, an annual programs-based PIR will be
conducted to monitor impact of strategies on different public health programs. Lastly,
monitoring team will ensure fund utilization for the provided LGU counterpart in
identified PPAs, especially on the procurement of logistics in different health
programs.

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INTRODUCTION

I. COMPOSITION OF THE EXTENDED LOCAL HEALTH BOARD

During the conduct of the first quarterly expanded local health board meeting
in September 2022, the body moved to reconstitute new members of the board in
order to accommodate newly elected government officials, heads and representatives
of different partner departments and agencies.

Chairman: HON. ADELAN B. DE ARCE, Municipal Mayor

Vice-Chairman: JESS KEVIN M. GULTIANO, MD, DTTB/MHO-Designate
Members:
HON. JAY WILLIAM OLARTE, SB Member on Health
METRIA BRAGAS, RN, MAN, DOH Representative
SHYLUCK REGINO, RSW, MSWDO
JOHN DICK CAMILLIO, MAO
RACHEL LEE REYNALDO, MPDO
RABIYA MARANDANG, MBO
EDUARDO CERNA, MTO
ELEUNAR MANDA, CPA, MACCO
ANABELLE DAVID, HRMO
ABEDNIGO TIAWIN, IPMR
JACKQUINTO LAYANG, Indonesian Community Representative
JEFFREY BAGONGON, DepEd Sarangani District Supervisor
JOSEPH FERNANDEZ, MD, Chief of Hospital, SMH
ALEJANDRO BANSALAO, Chairman, Brgy. Batuganding
ESPIRIDION GUARDADOS, Chairman, Brgy. Camahual
ANDY PELITE, Chairman, Brgy. Camalig
MERCEDES CAWAH, Chairman, Brgy. Gomtago
MARCIAL BAGTUS, Chairman, Brgy. Konel
MILDRED PAALISBO, Chairman, Brgy Laker
BRIAN DAGCUTAN, Chairman, Brgy. Lipol
DESIDERIO EKING, JR., Chairman, Brgy. Mabila
BERNARD DE ARCE, Chairman, Brgy. Patuco
CAROTIN AMPANG, Chairman, Brgy. Tagen
ADELIA GANTONGAN, Chairman, Brgy. Tinina
WESLIE BILWAK, Chairman, Brgy. Tucal
Secretariat: OLIVER JAMES LUAREZ, RN, Public Health Nurse

II. LIPH/AOP PLANNING TEAM

Chairman: HON. ADELAN B. DE ARCE, Municipal Mayor
Vice Chairman: JESS KEVIN M. GULTIANO, MD, DTTB/MHO Designate
Members:
HON. JAY WILLIAM OLARTE, SB Member on Health
RACHEL LEE REYNALDO, MPDO
RABIYA MARANDANG, MBO
EDUARDO CERNA, MTO
ELEUNAR MANDAO, MACCO
ANABELLE DAVID, HRMO
ABC President
DATU ABEDNIGO TIAWIN, IPMR

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III. NEWLY ELECTED LGU OFFICIALS

Municipal Mayor: HON. ADELAN B. DE ARCE
Municipal Vice Mayor: HON. MARCIANO LAGUDAS
Sangguniang Bayan Members:
HON. DALUMPINES
HON. FORONES
HON. ARTHON GANTONGAN
HON. MALONG
HON. JAY WILLIAM OLARTE
HON. OLARTE
HON. OLARTE
HON. DIONESIO WAO, JR

IV. PRIORITIES AND DIRECTIONS

As emphasized by the newly elected officials during the Executive and

Legislative Agenda meeting last September 2022, one of the priority areas for this
administration is the health sector. It will seek to improve the health service delivery
in the locality by 1) supporting all RHU activities in implementing public health
programs, 2) ensuring available stock of medicines in the RHU and BHS, 3) providing
health workers with needed transportation during barangay visits, 4) enhancing
patient referral system, and 5) enhancing participation of RHU in disaster
preparedness and response especially those individuals affected by natural calamities
requiring medical attention.

V. EMERGING AND RE-EMERGING INFECTIOUS DISEASES AND CALAMITIES

As of November 2022, the municipality had a total of 180 cases of COVID-19,

wherein 2 of which were deaths. The LGU implemented strict measures in order to
contain the spread of disease in the area, requiring RT-PCR test results for incoming
residents and travelers and suspending all tourism-related activities. There is an
available 2-bedroom isolation facility for cases of infectious disease with high
transmissibility such as COVID-19, monkeypox, leprosy, etc.

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HEALTH SITUATION OF THE MUNICIPALITY

Table 1. Situational Gaps and Analysis

Identified
Priority Health Description of the
# Problems, Problems, Issues, Contributing Factors
Issues, Concern, Concerns, Areas
Areas
1 Increased Based on the 2017 to 2021 SERVICE DELIVERY
morbidity and RHIS report on National 1. Non-operational RHU
mortality due to Immunization Program, the Birthing Facility
inefficient public municipality has been 2. Dilapidated and unequipped
health program consistently low on its health facilities (BHS, RHU)
implementation immunization coverage on 3. Lack of DOH and PhilHealth
• Low FIC different routine childhood accredited health facilities
• Low vaccines with a highest value 4. Low level of community
coverage of 47.75% on 2017 and lowest engagement to public health
QPC, ANC, value of 26.35% on 2021. As programs
FBD & SBA of October 2022, the total 5. High vaccine hesitancy and
• High number of Fully Immunized misconceptions in the
incidence Children (FIC) is 19%. community due to cultural and
and religious differences
prevalence Prevalence of stunting among
of 0-59 months based on eOPT HEALTH WORKFORCE
malnutrition report CY 2017-2021 showed 1. Lack of Health Human
• Increase in an increasing trend from Resource (LGU-hired)
teenage 10.19% to 19.07%, which 2. Untrained health personnel
pregnancy corresponds to medium 3. No regular data quality
• High prevalence based on WHO cut- check of reports
incidence of off values. 4. Lack of regular evaluation
lifestyle- activities of public health
related Out of 214 deliveries, 51 programs
diseases (23.8%) were teenage 5. DOH-hired HRH not always
• Low TB pregnancies ranging from 10- present in assigned barangays
case 19 years old based on 2021 INFORMATION SYSTEM
notification RHIS data. As of October • Non-functional
rate 2022, 58 out of 231 deliveries Electronic Medical
• High were from teenage mothers. Records System
prevalence • Lack of IT personnel
of Out of 214 deliveries in 2021, and encoder
malnutrition only 11 women (5.1%) • Lack of ICT equipment
• High received quality prenatal care. (laptops, printers, etc.)
prevalence As of October 2022, only 8 • Lack of IT training (MS
of women out of 231 deliveries Office, iClinicsys, ITIS)
unsanitary received quality prenatal care. • Poor Internet
toilet Connectivity
Majority of households have no • Poor Data Management
proper sanitary toilet facilities; System
only 2 barangays have public • Inefficient report
toilet facilities (Mabila and submission on
Camalig) Epidemiology and
Surveillance Reporting
System
GOVERNANCE
• No regular conduct of
LHB meetings
• Lack of attendance from
MHO personnel to PHB
meetings

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• Inefficient collaboration
with DSWD re: 4Ps
program
• Improper conduct of
CBDRP
• Ineffective
implementation of SBI
w/ DepEd
• Non-inclusion of IP
needs to Local
Investment Plan for
Health
• Need for adoption of
DRRM-H plan with
corresponding budget
allocation
• Need for adoption of
MESU with
corresponding budget
allocation
• No increase in MHO
budget
• No budget allocation for
construction/repair/equi
pping of RHU and BHS
• No crafted municipal
sanitation plan and
sanitation core team for
monitoring and
implementation
2 Increased out of -Many of patients needing SERVICE DELIVERY
pocket medical care have to travel • Unlicensed health
expenditures for outside the municipality in facilities due to poor
health care order to avail such health compliance to licensing
services services (usually to Region standards
XII), and are usually left on • No available
their own navigating from one ambulance/patient
health facility to another. transport vehicle
• No established Two-way
referral system
• No referral guidelines
and case management
protocols
• Lack of basic equipment
in the RHU laboratory
(hematology, urinalysis,
OGTT etc.)
HEALTH WORKFORCE
• Lack of health care
workers (Physicians,
nurses, etc.)
• No plantilla position for
Dentist, Medical
Technologist,
Pharmacist
• Lack of training of
health personnel (BLS,
BEmONC etc.)
SUPPLY CHAIN
• Stock-out of medicines
and other health
commodities

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• No vaccine storage
devices (refrigerators)
in BHS
• No established standard
warehouse for health
commodities in RHU
• No storage room for
vaccines in RHU
N/A UPDATES ON STATUS/GAPS N/A
ON:
1. Health resources for
health including inventory
of HRH and Health
Competency gaps
- For 2023, the LGU has 1
public health nurse, 4
midwives, and 2 rural sanitary
inspectors. 2 plantilla positions
for midwife and 1 plantilla
position for Disease
Surveillance Officer were
lobbied for creation, however
was not yet approved hence
not included in the LGU 2023
budget. This plantilla positions
are still to be created for 2024.
As for the position of Municipal
Health Officer, the plantilla
item has been present many
years back but is still waiting
for applicants.
- The Sarangani Municipal
Hospital, operated by the
provincial government, is the
only hospital in the
municipality. It is a 15-bed
capacity hospital with an
infirmary status. Vehicles
dedicated for health care are
the 1 sea ambulance for SMH
and 1 van for RHU.

2. Infrastructure and
equipment
-There is an ongoing
construction of BHS at Brgy.
Camahual, Brgy. Gomtago,
and Brgy. Tinina. Medical
equipment are also being
delivered to BHS Laker and
BHS Camalig. These
construction and equipping
projects are financed under
DOH-HFEP.

3. Service capabilities
(status of DOH licensing
and PhilHealth
accreditation) of health
facilities and services
- The RHU is still on the
process of obtaining LTO from
DOH and accreditation for
PhilHealth on e-Konsulta.

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4. Management support
systems:
a. Human resources for health
management and development
- All health workers assigned
in the RHU needs refresher
trainings in all DOH programs
since majority of them have
attended those trainings more
than 5 years ago. This leads to
improper implementation of
public health programs and
incorrect conduct of some
medical procedures. To add
insult to the injury, the COVID-
19 pandemic have caused the
cessation of face-to-face DOH
trainings for approximately 3
years.

b. Information
management/Electronic
Medical Record (EMR),
Integrated Information
Management System
- Since the implementation of
iClinicSys in the RHU, the
facility was only able to send 1
report. Due to the dynamics of
personnel assignment in the
LGU, previously trained staff
for this system was transferred
to other department. As of
2022, the facility was able to
train one of its staff for
iClinicSys, however still not
able to operationalize the
system and failed to submit
monthly reports.

c. Procurement and supply

chain management
- The RHU has still to
designate a supply and
logistics officer in the facility.
Procurement of office and
medical supplies and other
logistics for the facility is still a
challenge since prices are
higher compared to non-GIDA
areas and would result to
lesser number of procured
items. In addition, canvassing
of materials is still being done
by an RHU staff instead of the
designated LGU canvasser.
This would result to allotting
lesser time for the staff in
doing essential tasks in the
RHU.

d. Referral system

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- The RHU has still not

established a functional
referral system for patients
requiring higher level of
medical care. It is still in talks
with neighboring health
facilities i.e. Glan Community
Hospital and Jorge Royeca
Hospital for the crafting of
MOA as the immediate referral
hospitals of RHU and SMH.

e. DRRM-H system
-The DRRM-H plan was
approved by the LCE however
its funding is still on
deliberation. The HERT team
was not yet established and no
health personnel were trained
on relevant trainings on DRRM.
There is a limited number of
available public health
commodities for emergencies
and proposal for additional
budget was submitted in order
to procure additional
commodities.

f. Epidemiologic surveillance
system
-There is an approved EO for
the creation of the municipal
ESU. No budget allocation yet
for such entity since the work
and financial plan for ESU is
yet to be crafted and
approved. Reports regarding
disease surveillance under the
PIDSR are submitted weekly
by the designated DSO.

g. Proactive and effective

health promotion
programs/campaigns
- IEC activities in the area was
tested during the conduct of
COVID-19 vaccination. As
proliferation of false
information about vaccines
leveled the spread of the
disease itself, poorly trained
HEPO and social mobilizers
struggled to convince the
community on the importance
and effectiveness of vaccines.
This factor, among others, lead
Sarangani as one of the lowest
vaccination accomplishment in
the region. There is an ongoing
plan to designate and train
barangay HEPOs in order to
augment IEC activities in the
area.

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LOCAL PRIORITIES/MAJOR THRUSTS

Vision

A community in which all people achieve their full potential for health and well-being
thru quality healthcare services, healthy lifestyle, clean environment, and sustainable
development.

Mission

To deliver at all times patient-centered healthcare with excellence in quality, service,

and access

Goals
• Decrease morbidity and mortality by improving public health service
performance
• Decrease out of pocket expenditures by ensuring financial risk protection for
health services

Strategies

Leadership and Governance

Strategy 1: Strengthening and Collaboration with Partners and Linkages
Strategy 2: Strengthening of the Local Health System
Strategy 3: Activation and Expansion of Local Governance Body
Strategy 4: Ensure budget allocation for PHIC enrollment campaigns

Health Financing
Strategy 1: Expand PHIC coverage of household/families in the municipality
Strategy 2: Ensure licensing and accreditation of health facilities to PhilHealth

Medical Products, Vaccines, And Technology

Strategy 1: Ensure no stock-outs of health commodities
Strategy 2: Ensure proper storage of health commodities

Health Workforce
Strategy 1: Ensure appropriate health human resource to population ratio
Strategy 2: Capacity development of health service personnel
Strategy 3: Institutionalization of Supportive Supervision

Health Information
Strategy 1: Functionalization of medical records system
Strategy 2: Improve telemedicine services in RHU
Strategy 3: Improve performance of disease surveillance reporting system

Service Delivery
Strategy 1: Construction, Upgrading, and Equipping of Health Facilities
Strategy 2: Ensure regular conduct of health education and promotion
campaigns
Strategy 3: Increase access to health services of vulnerable sectors and
communities

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MONITORING AND EVALUATION

The following activities will be done for the monitoring and evaluation of the plan:
1. The LIPH/AOP Planning team will be the lead committee in monitoring and
evaluation of the plan;
2. Reporting on the status of accomplishment of PPAs of major health programs
implemented or not implemented on the target period during quarterly LHB
meetings;
3. Conduct an annual program-based PIR to monitor impact of strategies on
different public health programs;
4. The MHO, thru the DMO assigned in the municipality, will submit quarterly
reports to DOH for the progress of nationally funded programs e.g., HFEP;
5. Ensure fund utilization for the provided LGU counterpart in identified PPAs,
especially on the procurement of logistics in different health programs.

MUNICIPALITY OF SARANGANI
Annual Operational Plan 2024